DUANE E. HUNT
Director of Manufacturing
Strategic thinking executive with an exemplary record of leading multi-plant manufacturing operations for mid-sized companies, including automotive parts, plastics manufacturers and flexographic printing. Recognized for turning around under-performing manufacturing operations to profitability in a short time frame as well as launching new manufacturing facilities. Strong financial acumen, coupled with ability to launch new products and capital programs on time and within budgets. Decisive, take-charge leader with a history of developing talent and high performing organizations. Academic credentials include a B.S. in Accounting, along with a Certification in Public Accounting.
Spearheaded start-up of a plastic injection molding operation, including hiring, specifying equipment and engineering, purchasing, customer relations and product development. Successfully led plant to consistent profitability levels within two years.
Turned around under-performing (union and non-union) plants to profitability by bringing all people together to reach goals. Effort resulted in the profitability growth of $1+ million or 300% increase for one plant.
Implemented 5s and Lean Manufacturing Principles, which increased machine efficiency by over 20%.
Outstanding at building team work and developing personnel through coaching and performance metrics
CORE LEADERSHIP COMPETENCIES
Driving Continuous Improvement, Safety, Quality, Delivery & Cost Initiatives Implementing Lean Operating Systems Building Outstanding Teams Ensuring Visual Management Systems Focusing on Key Metrics & Performance Indicators Benchmark / Best Practices Managing Change in a Union Environment Developing Future Talent & Strong Organizations Deploying Cost Reductions & Improvements Leading Manufacturing, Quality, Engineering, Human Resources, Finance, Materials & Purchasing Forming Solid Customer Relations Establishing Financial Operating Objectives
SATO AMERICA, INC. Romeoville, Illinois: $48 million manufacturer of tags and labels
Director of Manufacturing, September 2006 to September 2017
Responsible for manufacturing, engineering, purchasing and logistics for a flexographic printing and converting company supplying retail and medical markets.
Reduced annual inventory losses from 5% to under 0.02% on $5MM inventory in 24 months
Improved On-Time Delivery from under 90% to over 99%
Reduced recordable injuries by 75% over a two year period
Increased shop floor productivity an average of 4.0% per year
Instituted 5s and Continuous Improvement Teams resulting in annual cost saving of $300,000 per year
Renegotiated Building Leases saving over $1MM over the next ten years
TRUE BLUE COMPANY, LaPorte, Indiana: $32 million manufacturer of furnace and water filters.
Plant Manager, November 2005 to August 2006
Accountable for P&L for a 280-employee manufacturing operation. Led six direct reports. Challenged with an unprofitable operation, excess inventories, inefficient material flow, extremely poor cash flow & COD on all manufacturing materials and maintenance supplies.
Reduced inventories and salaried operating staff by over 50%.
Rearranged manufacturing operation into manufacturing cells for improved efficiency and material flow, resulting in increased productivity of 15%.
UGN INC., Chicago Heights, Illinois: $200 million Tier One Supplier of acoustical and interior trim products.
Controller, June 2004 to October 2005
Responsible for accounting activities of $100 million manufacturing facility supplying the automotive industry. Led three direct and two indirect reports.
Revamped accounting department to improve efficiency and manufacturing cost information.
Directed $3.3 million cost reduction program designed to eliminate waste in accordance with lean manufacturing principles.
Implemented new reporting system to provide management with daily financial results.
Developed annual and long-range business plans and provided analysis of actual results.
PRIDE PLASTICS OF MORGANTOWN, Morgantown, Kentucky: Start-up plastic injection molding and
assembly operation supplying automotive and medical products.
Chief Financial Officer & V.P. of Sales, May 2002 to April 2004
Responsible for finance, quality, purchasing, product pricing, human resources, engineering and sales. Instrumental in all phases of company organization and operational start-up. Developed business plan and completed SBA loan request and obtained funding for start-up.
Formulated and implemented quality system and obtained QS-9000 Certification during 8th month of operation.
Formed strategic business alliance with medical R&D and marketing firm.
Developed sales to $1.3 million over two years
Completed application and received $550,000 tax incentive credit from state
Negotiated and received from Morgantown Industrial Holding Corporation financing for the facility.
H & W PLASTICS INC., Bowling Green, Kentucky: Part owner of a Tier Two start-up plastic injection molding and assembly operation supplying the automotive market.
Vice President, Operations, 1995-2002
Directed all areas of operations, including financial activities. Instrumental in plant start-up and sales development. Led six direct and 45 indirect reports.
Generated $4.5 million of sales in three years.
Specified all manufacturing equipment and price negotiation.
Created part quotation system and developed all part quotes.
Served as liaison to customer part design; instrumental in developing bearing hub protector that was specified on three car lines.
Responsible for QS-9000 receiving certification in January 2000.
Negotiated material cost reductions with 5% annual savings.
Expanded plant to accommodate growth of the company
REGAL PLASTICS, Fraser, Michigan: Tier One plastic injection molding and assembly operation supplying the automotive industry
Vice President, Operations, 1993-1994
Held P&L management responsibility for all aspects of this multi-plant automotive supplier. Challenged with directing a multi-plant operation - one plant was losing money and had poor quality record; another plant needed to launch $4 million of new products in six months without machine capacity to manufacture, and the third being a start-up. Led four direct and 320 indirect reports.
Expanded Owosso operation by eight machines and launched $4 million program in five months.
Developed and opened new facility utilizing total team management and seven- day work schedule.
Reduced scrap and inventory losses by 10% over six months.
Increased productivity corporate wide by 19% in five months.
U. S. FARATHANE, Utica, Michigan: Injection molding company.
General Manager, 1992-1993
Held P&L responsibility for a 50 injection-molding machine and assembly operation.
Grew operating profit by over $1 million in one fiscal year, a 300% increase.
Increased machine efficiency by over 25%. Reduced inventories by 24%. Developed employee work cell teams.
PRIOR EMPLOYMENT: Blue Water Plastics, Marysville, Michigan, Manufacturing Specialist. Management
Responsibility for multi-plant operation; Automatic Die Casting, St. Clair Shores, Michigan, Plant Manager,
Sheller-Globe Corporation several locations. Served in increasingly responsible manufacturing and financial
management positions. Repeatedly called upon to redirect declining operations successfully restoring profitability, and
improving productivity and quality.
EDUCATION: B.S., Accounting, Ball State University, Muncie, Indiana
Seminars/Workshop: Paulson Injection Molding Training, G.E Sharing the Knowledge Training, Lean Manufacturing Training, Value Stream Analysis Training
Professional Certification: Certified Public Accountant - State of Indiana, Certification # 6846